Chinese Enterprise Management Research Articles

The Differences in Cognition of Top Managers' Leadership Types in Chinese Enterprises

Following the economic reforms started in 1978, now market economy becomeprevalent in China in 1992. Enterprise managers obtained much more power thanthey had had previously. This paper presents the results of investigating the topmanagers' leadership types, based on eighteen different sized enterprises inZhejiang Province, China. The results suggest that in cognition of the topmanagers' leadership types, there are significant differences among the topmanagers themselves, the middle managers, and technicians in Chineseenterprises. The cognitive patterns indicate that the top managers like torecognize their own leadership types as more decentralized than they are, whilethe middle managers like their top managers to demonstrate the moredecentralized type, and the technicians prefer them to act in a manner betweenthe centralized type and decentralized type. It is clear that the leadership climateis not very favorable to top managers in Chinese enterprises who must face theconflicts between their own expectations of their leadership roles, and the expectations of their subordinate managers and technicians.

The Nature of Managerial Work in the Chinese Enterprise Reforms. A Study of Six Directors

This paper applies a conceptual framework, developed by Boisot (1986), to an analysis of the behaviour of Chinese enterprise managers. In a replication of Mintzberg's 1973 study of US managers, six Chinese enterprise directors were time studied over a period of six days, and the findings analyzed using the framework. It appears that although Chinese enterprise managers in the sample share many behavioural characteristics with their US counterparts, they do so in an institu tional setting that places a different construction on their behaviour. In particular, the analysis suggests that the Chinese firm is not available to them as an extension of their managerial prerogative and, if anything, is institutionally designed to constrain it. In such a setting, opportunistic behaviour expresses a personal survival strategy rather than a quest for personal gain.

Organizational science abroad: constraints and perspectives

I. Introduction.- 1. The Myth of Universality in Transnational Organizational Science.- 2. From the Atlantic to the Pacific Century: Cross-Cultural Management Reviewed.- II. Insights and Perspectives from Europe.- 3. Applying American Organizational Sciences in Europe and the United Kingdom: The Problems.- 4. The Failure of Management Techniques in Central Planning Economies.- 5. Union-Management Participation in Corporate Decision-Making: A Comparative Analysis of Codetermination in West Germany and the United States.- 6. Convergence or Divergence of Strategic Decision Processes among 10 Nations.- III. Insights and Perspectives from Asia.- 7. The Diffusion of American Organizational Theory in Postwar Japan.- 8. Rational Man Theory in American and Japanese Performance Control.- 9. Chinese Enterprise Management.- 10. A Comparison of Enterprise Management in Japan and the People's Republic of China.- IV. Other Specific Insights and Perspectives.- 11. Contradictions between Brazilian and U.S. Organizations: Implications for Organizational Theory.- 12. The Influence of Societal Culture on Corporate Culture, Business Strategy, and Performance in the International Airline Industry.- V. Conclusion.- 13. Organizational Effectiveness and Its Attainment: A Cultural Perspective.- 14. Organizational Science in a Global Environment: Future Directions.- About the Authors.

`The Spiritual Heritage of Chinese Capitalism': Recent Trends in the Historiography of Chinese Enterprise Management

Previous articleNext article No AccessStudies`The Spiritual Heritage of Chinese Capitalism': Recent Trends in the Historiography of Chinese Enterprise ManagementTim WrightTim Wright Search for more articles by this author PDFPDF PLUS Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Volume 19/20Jan. - Jul., 1988 Article DOIhttps://doi.org/10.2307/2158545 Views: 3Total views on this site Citations: 3Citations are reported from Crossref Journal History This article was published in The Australian Journal of Chinese Affairs (1979-1995), which is continued by The China Journal (1995-present). Copyright Australian Journal of Chinese AffairsPDF download Crossref reports the following articles citing this article:Connie Zheng, David Lamond A critical review of human resource management studies (1978–2007) in the People's Republic of China, The International Journal of Human Resource Management 20, no.1111 (Nov 2009): 2194–2227.https://doi.org/10.1080/09585190903239609William C. Kirby China Unincorporated: Company Law and Business Enterprise in Twentieth-Century China, The Journal of Asian Studies 54, no.11 (Mar 2010): 43–63.https://doi.org/10.2307/2058950 Margaret M. Pearson The Janus Face of Business Associations in China: Socialist Corporatism in Foreign Enterprises, The Australian Journal of Chinese Affairs 31 (Oct 2015): 25–46.https://doi.org/10.2307/2949899

The management of Chinese small-business enterprises in Malaysia

This paper traces the development of Chinese business enterprises in Malaysia, a multiracial country where the Chinese comprise 30 per cent of the population. Most of the Chinese enterprises are very small. Reference is made to the sixteen “Principles of Good Business Practices” which originated from ancient China. It is argued that the strengths of the small Chinese organization such as strong family ties, sharing and pooling of resources, efficient use of manpower, practice of thrift, use of low gearing, flexibility of operations, etc., may become weaknesses if the business expands. ThePok Chow or labour contracting system, and the role of the Chinese business associations and guilds are also discussed. Since the promulgation of the new economic policy in 1970, there is greater urgency for Chinese enterprises to modernise, so as to adapt to changes in Malaysia.

The Management and Power Structure of Chinese Enterprises during and after the Cultural Revolution; with Empirical Data Comparing Chinese and European Enterprises

During the history of Communist China, the management and structure of enterprises have undergone great changes, reaching their culmination during the Cultural Revolution and afterwards under the new administration which followed the late Chairman Mao-Zedong. The main shifts in recent years have been: from the use of ideology in guiding organizations towards the use of economic rewards; a move towards decentralization of enterprise management; and one towards a limited free market system in the economy. The paper is divided into two main parts. First we analyse the development of the power structure in Chinese enterprises since the Cultural Revolution, and in the second part we study how the changes in the power structure appear in the influence of different interest groups in decision making at the end of 1980, comparing the results of the IDE study of European enterprises with interview and personally administered questionnaire data collected in China. On the whole, European personnel appear to exercise more influence than do their Chinese counterparts.

Trends in Chinese enterprise management, 1978–1982

Economic reforms in relation to industry have passed through three phases, centred on (i) expanded autonomy for experimental enterprises in 1978–1980, (ii) ‘economic responsibility systems’ in 1981–1982, and (iii) ‘consolidation’ particularly of large enterprises from 1982. While limited in scope, the reforms to date have had a significant impact on management practices. In addition there have been moves towards greater industrial democracy, involving the election of managers and workers' congresses. In practice, however, the degree of democracy is limited and varies widely between plants and regions. Another aspect of change has been a greater emphasis on the smaller urban collective enterprises. Overall reform policies face substantial inertia, a half-way house which may lead to worse long-term economic problems than either more rigid planning or further reform.